This research investigates the senio management culture in Irish education. The shift toward neo-liberal economic policies entailing increasing marketisation of traditional service sectors, including education, is well documented in the international literature. Recent analyses also document the challenges to identity inherent in the new managerial climate. Key questions arise in relation to the management of manager identity as an aspect of this change. This paper explores these issues arising from interviews with 50 senior managers/educationalists across the Irish education sector. The analysis highlights how senior appointees had to be both strategic and political in their positioning, finding a balance between what they felt was important (ethical self) while trying to satisfy an often contradictory set of demands. Dealing with the tensions between aspiration and practice gives rise to a range of emotions that in themselves indicate not only the level of self investment that goes into the senior management role, but also the dramaturgical aspect to one's positioning as senior manager. A 'stretching of self' is required that is underpinned not only by organisational cultures and sectoral influences but also by gender, with ultimate implications for applications to and interest in moving into senior management positions in education.Qualitative casestudies interviewing senior postholders and assessors involved in senior appointments in Irish educationThe analysis highlights how senior managers had to be both strategic and political in their positioning, finding a balance between what they felt was important (ethical self) while trying to satisfy an often contradictory set of demands. Analysis highlights the dramaturgical aspect to one's positioning as senior manager. A 'stretching of self' is required that is underpinned not only by organisational cultures and sectoral influences but also by gender, with ultimate implications for applications to and interest in moving into senior management positions in education.Alvesson, M and Willmott, H (2002) 'Identity Regulation as Organisational Control: producing the appropriate individual' in Journal of Management Studies 39:5, pp. 619-44 Collinson, D. L. (2003) 'Identities and Insecurities: Selves at Work' in Organization 10 (3): 527-47 Thrupp, M and Wilmott, R (2003) Education Management in Managerialist Times Maidenhead: OUP European or International Journal